Motivation a clear goal they have to reach


Motivation is the driving force
within individuals that affects direction, intensity and persistence of
voluntary behaviour (Bratton et al 2007). Each individual has a different factor
that affects the way they accomplish goals. This includes the desire to earn
more money, the recognition and job satisfaction. According to Yoon (2018) as
the workplace environment changes and evolves over time, companies have to take
this in account and react by making beneficial changes. This is where management
have to take control and create a better environment for employees that
encourages them to do well. The more efficiently and harder they work, Neff
(2002:385) states that employees know that they are critical to the success of
the organization. This stems from a psychological view as employees have to
make the decision to put in the work in order to reap the rewards. However, we
have to take into account the ‘importance of both roles, managerial and as an
employee in the process of motivation'( Shanks). There are many theories of motivation that
explain why motivation is important. In this essay I will be outlining the implications,
benefits and limitations of goal setting as a process theory of motivation.

Introduced in the late 1960’s,
goal setting theory was developed by Dr Erwin Locke. He argued that when employees
have a clear goal they have to reach and the right feedback, that employees are
better equipped to work and hit their goals. A goal is an object of an
individual’s ambition and desired results. This idea of having a goal can also
mean achieving a quota, a deadline or a budget (Locke et al ,1981). In order to
motivate employees, goal setting is characterized as the factor that makes us
work harder with added rewards in the work place (Locke and lantham,2013). For this
to happen, goals need to be challenging, achievable and clear in order for
employees to commit to these goals. As well as this, the feedback employees receive
from their managers is important in order to keep them motivated. ‘satisfied
employees improve the bottom line'(Neff 2002 :385). The more feedback between
managers and employees provides this idea of a rapport in which an individual receives
encouragement to develop further. The process of performance feedback and improvement
targets can itself be a strong motivator (Locke and antham,1990). Locke declares
this idea of “competition”. He argues that goals are ‘the standard by which one
judges one’s adequacy or success’. This is the idea that every individual has a
goal but the excitement comes from having a goal that is higher than everyone else’s.
Locke argues that through his competition, employees are highly motivated to
achieve these goals in return for recognition and praise. This in turn means
that employees are “more driven to work harder within an organisation” (Knights
and Wilmott, 2007:54). Kahneman, (1973) support this claim that the more
motivated an individual is the effort they put in will match.

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